Learning Activities-Part I 1. Discuss the similarities between the nursing process and the nursing management process.

As stated nursing process is a systematic, problem solving approach used to identify, prevent, and treat actual or potential health problems and promote wellness. Thus it serves as our framework in which we utilize our knowledge and skills to express human caring, venson et. al (2010). The purpose of nursing process is that it serves as our tool that enables us to deliver quality nursing care. It helps us to identify our client health care needs, determine priorities of our goals and expected outcomes. Also it establish a nursing intervention to meet clientcentered needs. It has five steps that are interrelated and those are nursing assessment, nursing diagnosis, planning , implementation and evaluation. As or nursing management,

2. Give one example of a strategic and n operational planning that you have made or is making in relation to your: a. Professional life

b. Personal life

3. Analyze your organization by using the SWOT techniques.

4. Observe a nurse manager of the 18 task of the nurse managers/supervisors, name the ten most often performed. what are the least or not performed at all?

The 18 task of a nurse managers or a supervisors that are frequently performed are the following

LEARNING ACTIVITIES PART II CASE ANALYSIS I. RESOLVING STAFFING ISSUES On a busy medical/surgical unit, a group of staff nurses were concerned about the process of making assignments. They believed that the usual practice of assigning nurses to a different group clients each day eliminated any continuity of care, decreasing the quality of care and lowering morale among the staff. they agreed to meet with the nurse manager as a group to discuss ways of resolving the issues. The meeting soon became confrontational. the staff nurses expressed a feeling of having very little autonomy on the selection of assignments. The nurse manager expressed the opinion that the nurses were being uncooperative and didn't understand the problems involve in making client assignments. She stated that her primary responsibility was to ensure provision of the best nursing care possible to all clients. The staff nurses countered that the current system wasn't doing that.

The staff nurses offered a solution: After shift report, they would be allowed to select the client they felt most qualified to care for, with the same clients reassigned to them on subsequent days until the clients were discharged. The initial response by the nurse manager was that it would be possible to use this method in a fair and equitable manner. She also wondered what would happen if no one wanted to care for a very difficult client, and how continuity would be maintained on the nurses' days off. 1. How would a nurse manager who used an authoritarian system of management resolve this issue.

2. How would a nurse manager who used a laissez-faire system resolve this issue.

3. How would a nurse manager who used a participative system resolve this issue.

4. What initial mistake did a nurse manager make in dealing with his problem.

II. ISSUES AND PRACTICE Jill, a registered nurse, was recently appointed as the evening charge nurse on a busy post surgical unit. She has been an active participant in the hospital's quality assurance committee for the past two years since her graduation. One of the issues the committee identified as a problem was the higher- than- average surgical wound infection rate on Jill's unit. After some research, Jill determined that the major component of the high infection rate was the procedures that were used when changing post operative dressings. After obtaining permission from the unit manager and hospital education director, Jill developed a new procedure for dressing changes, incorporating the most current research. She presented the changes in a short-service program to the unit personnel. Several times to each of the three shifts to make sure that all the nurses and staff on the unit were familiar with the new changes. The expectation was that there would be a 25% reduction in wound infections after the new procedures had been used for one month. At the end of the first month of using the new dressing change procedures, the postoperative wound infection rate showed no improvement over the previous month's rate. At the monthly staff meeting, Jill discovered that the nursing attendants and the other staff nurses on the unit

were refusing the new procedures because they "took too much time" and had reverted to the procedures they had always used before. 1. What was the style of leadership and management that Jill used when attempting to initiate the dressing procedure change?

2. Other than the stated reason , why do you think the other RNs & nursing attendants did not want to use the new procedures?

3. How can Jill increase the level of compliance on the unit?

4. What is the role of the unit manager in initiating the new dressing change procedure?

III. MANAGING CHANGE They busy non acute outpatient unit at a large hospital had become disorganized. It consistently received evaluations of "poor" when clients were asked about the care being provided. They often complained about the long waits to e evaluated and treated. The staff also recognized the problems with the care they were providing but didn't have any solutions. In an attempt to improved the evaluations, the administration replaced the current director with a new director from an even larger facility across town. She was charge with the task of improving client care and was promised that she would have whatever resources she needed. Within 6 months, the new director completely reorganized the staffing patterns and modernized all the information system using the latest software. She replaced the old equipment with the new models and bought additional equipment that the unit had never used before. She also managed the expand and brighten up the unit by securing unused space from the radiology department, which occupied adjacent rooms. She increased the salaries of the nursing staff, hired new nurses, and expanded the hours of service. She implemented a "management by objectives" model for evaluation that allowed the staff nurses increased input into their working conditions and evaluations.

Client surveys indicated an increase in overall satisfaction with the care being provided; the wait time had been decreased to a point where there where hardly any complaints. However, approximately half the experienced nurses on the unit resigned, and the rest of the nurses began the process of organizing into a collective bargaining unit for the first time in the history of the nonacute outpatient unit. 1. What was the underlying issue that led to the nurses' response to change s?

2. What could the director have done to increase the staff's acceptance of change?

LEARNING ACTIVITIES PART III 1. You as a nurse executive decide to manage the nursing department by MBO. Explain how you go about it.

2. Explain how the systems approach can facilitate planning.

3. If you are not responsible for preparing the budget, interview someone in your place of work. From the interview, explain the step by step procedure of how the Nursing Department prepares budget. Who is/are responsible for this?

4. Discuss the process of policy and procedure development in your organization.

5. Describe how nursing standards are developed.

LEARNING ACTIVITIES PART IV 1. Write your own job description based on your present responsibilities and tasks. Compare it with the official job description for the position you are now occupying. If there is none, develop one based on what you think it should be for the position.

2.Describe the processes involved in the job evaluation. Compare this with how job evaluation is done in your institution.

LEARNING ACTIVITIES PARTV 1. Define the basic nursing models for providing patient care.

If you are not a nurse manager, interview one who is and find out the answer of the following pertaining to a health institution/hospital:

2. How are staffing needs determined in the institution? What factors are considered when making scheduling decisions?

3. How are the nurses recruited and hired?

4. How are the problems (if any) on tardiness and absenteeism resolved?

5. Studying the staff development programs offered, what suggestions can you offer to make them more meaningful and beneficial to both staff and managers?